Comparing Team Interactions in Traditional and BIM-Lean Design Management
There is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of th...
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| Format: | Article |
| Language: | English |
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MDPI AG
2021-09-01
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| Series: | Buildings |
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| Online Access: | https://www.mdpi.com/2075-5309/11/10/447 |
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| author | Rodrigo F. Herrera Claudio Mourgues Luis F. Alarcón Eugenio Pellicer |
| author_facet | Rodrigo F. Herrera Claudio Mourgues Luis F. Alarcón Eugenio Pellicer |
| author_sort | Rodrigo F. Herrera |
| collection | DOAJ |
| description | There is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of this paper is to present quantitative empirical evidence of the differences among the various types of interactions of a design team. Two case studies were analyzed, and their design management was assessed from a lean BIM perspective while their team interactions were assessed using social network analysis (SNA). To achieve the aim of this paper, four steps were performed: (1) case study selection; (2) description of the design management of the projects from the lean design management and BIM perspectives; (3) assessment of design team interaction; and (4) comparison using SNA. The results show that the project that applied BIM-lean management exhibited higher levels of interactions among its design team members than the traditional team; transparent, orderly, and standardized information flows; a collaborative, trusting, and learning environment; and commitment management. None of these interaction elements were visible in the project that did not apply BIM-lean management. It is suggested that an analysis be performed on a representative sample of projects in the future so that conclusive statistical inferences could be made. |
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| format | Article |
| id | doaj.art-478a87bbfde345648e45d87175a048ac |
| institution | Directory Open Access Journal |
| issn | 2075-5309 |
| language | English |
| last_indexed | 2024-03-10T06:41:18Z |
| publishDate | 2021-09-01 |
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| series | Buildings |
| spelling | doaj.art-478a87bbfde345648e45d87175a048ac2023-11-22T17:38:30ZengMDPI AGBuildings2075-53092021-09-01111044710.3390/buildings11100447Comparing Team Interactions in Traditional and BIM-Lean Design ManagementRodrigo F. Herrera0Claudio Mourgues1Luis F. Alarcón2Eugenio Pellicer3School of Civil Engineering, Pontificia Universidad Católica de Valparaíso, Av. Brasil 2147, Valparaíso 2340000, ChileDepartment of Construction and Engineering Management, Pontificia Universidad Católica de Chile, Vicuña Mackena 4860, Casilla 306 Correo 2, Santiago 8320000, ChileDepartment of Construction and Engineering Management, Pontificia Universidad Católica de Chile, Vicuña Mackena 4860, Casilla 306 Correo 2, Santiago 8320000, ChileSchool of Civil Engineering, Universitat Politècnica de València, Camino de Vera s/n, 46022 Valencia, SpainThere is qualitative evidence showing that design teams that use BIM-lean management have a higher level of interaction than design teams that do not use this management approach. However, there is no quantitative empirical evidence of this higher level of interaction. Therefore, the objective of this paper is to present quantitative empirical evidence of the differences among the various types of interactions of a design team. Two case studies were analyzed, and their design management was assessed from a lean BIM perspective while their team interactions were assessed using social network analysis (SNA). To achieve the aim of this paper, four steps were performed: (1) case study selection; (2) description of the design management of the projects from the lean design management and BIM perspectives; (3) assessment of design team interaction; and (4) comparison using SNA. The results show that the project that applied BIM-lean management exhibited higher levels of interactions among its design team members than the traditional team; transparent, orderly, and standardized information flows; a collaborative, trusting, and learning environment; and commitment management. None of these interaction elements were visible in the project that did not apply BIM-lean management. It is suggested that an analysis be performed on a representative sample of projects in the future so that conclusive statistical inferences could be made.https://www.mdpi.com/2075-5309/11/10/447lean designmanagement practicesBIM usesbuilding projectsinteractionsocial network analysis |
| spellingShingle | Rodrigo F. Herrera Claudio Mourgues Luis F. Alarcón Eugenio Pellicer Comparing Team Interactions in Traditional and BIM-Lean Design Management Buildings lean design management practices BIM uses building projects interaction social network analysis |
| title | Comparing Team Interactions in Traditional and BIM-Lean Design Management |
| title_full | Comparing Team Interactions in Traditional and BIM-Lean Design Management |
| title_fullStr | Comparing Team Interactions in Traditional and BIM-Lean Design Management |
| title_full_unstemmed | Comparing Team Interactions in Traditional and BIM-Lean Design Management |
| title_short | Comparing Team Interactions in Traditional and BIM-Lean Design Management |
| title_sort | comparing team interactions in traditional and bim lean design management |
| topic | lean design management practices BIM uses building projects interaction social network analysis |
| url | https://www.mdpi.com/2075-5309/11/10/447 |
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